1. Agile, TOGAF and Enterprise Architecture: Will They Blend? Kennisavond IlionX 7 mei 1 Danny Greefhorst dgreefhorst@archixl.nl

2. The TOGAF Approach to Enterprise Architecture (EA) Agile and Scrum Do Agile, EA and TOGAF Relate? Do Agile, EA and TOGAF Overlap? Agenda

3. About Danny Greefhorst 1991- 1995: Informatica, Universiteit Utrecht 1995-2001: Researcher, Software Engineering Research Centre 2001-2006: IT-Architect, IBM 2006-2007: Consultant, Yellowtail 2008-nu: Directeur/consultant, ArchiXL

4. The TOGAF approach to Enterprise Architecture

5. Enterprise Architecture (EA) “Those properties of a thing and its environment that are necessary and sufficient for it to be fit for purpose for its mission” (L. Fehskens) “Managing the execution of the corporate strategy” (J. Scott) “Fundamental concepts or properties of a system in its environment embodied in its elements, relationships, and in the principles of its design and evolution” (ISO/IEC 42010)

6. EA aligns strategy to operations, and business demand to IT supply, ensuring changes are in line with strategy and goals Enterprise Architecture provides insight into the current and desired state of the organization, information systems and technology EA improves quality of individual solutions, simplifies their development and maintenance, and prolonging their life time Why Enterprise Architecture? Alignment Insight Quality

7. Framework for Enterprise Architecture (EA) Originally developed by the US government in the 80s, now owned by the Open Group De facto EA standard in the market A description of processes, techniques and products for EA A generic framework that can be tailored to the situation TOGAF

8. The core of TOGAF A proven way of developing an architecture Specifically designed to address business requirements An iterative method A set of architecture views to ensure that a complex set of requirements are adequately addressed TOGAF Architecture Development Method

9. How Enterprise Architecture relates to TOGAF Enterprise Architecture TOGAF A way of thinking about EA A detailed description of the techniques The knowledge and experience of practitioners Other EA frameworks and techniques (ArchiMate, FEAF,...) Product-line architecture Solution architecture Tactical planning Business & IT consulting Architecture Development Method + Guidelines and Techniques Architecture Content Framework Architecture Capability Framework

10. Formal standard, governed by a standardization organization Broadly adapted by user organizations, consultants and IT suppliers Includes formal certification process Broad availability of training Freely available for reading online Based on broad experience and practices Can be adapted to specific organizational context Describes EA process as well as EA content and EA governance You can contribute to the standard Why TOGAF?

11. Agile and Scrum

12. Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. source: http://agilemanifesto.org

13. Principles behind the agile manifesto ● Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. ● Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. ● Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. ● Business people and developers must work together daily throughout the project. ● Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. ● The most efficient and effective method of conveying information to and within a development team is face- to-face conversation. ● Working software is the primary measure of progress. ● Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. ● Continuous attention to technical excellence and good design enhances agility. ● Simplicity--the art of maximizing the amount of work not done--is essential. ● The best architectures, requirements, and designs emerge from self-organizing teams. ● At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. source: http://agilemanifesto.org

14. Scrum Source: neon rain interactive

15. DevOps applies Agile principles to operations DevelopmentIT OperationsDevOps

16. Do Agile, EA and TOGAF Relate?

17. Architecture vision Architecture model Agile starts where Enterprise Architecture ends building block Goal Business Requirement Architecture Principle Agile project Application epicuser story Architecture roadmap candidate project component

18. Architecture vision Architecture model Agile starts where Enterprise Architecture ends building block Goal Business Requirement Architecture Principle Agile project Application epicuser story Architecture roadmap candidate project component Pay for order online Pay via Paypal Increase customer satisfaction Self-service Customers do not have direct access to back- office applications Portal project Customer Portal

19. Positioning EA and Agile

20. Scaled Agile Framework source: http://scaledagileframework.com Agile is designed for small teams Dean Leffingwell The boys from Rational Unified Process are back. Building on the profound failure of RUP, they are now pushing the Scaled Agile Framework as a simple, one- size fits all approach to the agile organization Ken Schwaber We do not face, analyse failures and limitations of our assertions, claims, practices Philippe Kruchten

21. Role of Enterprise Architect in SAFe source: http://scaledagileframework.com - maintain holistic vision - aligns business drivers with technical decisions - sets technology standards - drive common infrastructure - influences modeling, design and coding practices - facilitates reuse of emergent solutions, knowledge & patterns - synchronizes issues and NFRs across solutions

22. Scaling Agile @ Spotify Chief architect - coordinates work on high-level architectural issues that cut across multiple systems - reviews development of new systems to make sure they avoid common mistakes, and that they are aligned with architectural vision - the feedback is always just suggestions and input - the decision for the final design of the system still lies with the squad building it source: Henrik Kniberg & Anders Ivarsson, 2012

23. What does this mean? There remains a role for Enterprise Architects Some Enterprise Architects will become part of Scrum teams People need better understanding of how EA and Agile relate

24. Do Agile, EA and TOGAF Overlap?

25. Enterprise Architecture versus Agile? The “old way” versus the “new way”

26. Misconceptions about EA and TOGAF

27. EA is about modelling everything You need to follow all the steps in TOGAF Architecture principles are laws that cannot be deviated from Developing an EA takes a long time TOGAF is a waterfall approach EA prescribes things that should be left to the project Misconceptions about EA and TOGAF

28. Example architecture principles ● Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. ● Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. ● Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. ● Business people and developers must work together daily throughout the project. ● Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. ● The most efficient and effective method of conveying information to and within a development team is face- to-face conversation. ● Working software is the primary measure of progress. ● Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. ● Continuous attention to technical excellence and good design enhances agility. ● Simplicity--the art of maximizing the amount of work not done--is essential. ● The best architectures, requirements, and designs emerge from self-organizing teams. ● At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. source: http://agilemanifesto.org Agile is an architecture

29. Example architecture model source: neon rain interactive Scrum is also an architecture

30. Applicability of Agile Manifesto to EA We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. source: http://agilemanifesto.org Business outcome

31. Applicability of agile principles to EA process ● Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. ● Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. ● Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. ● Business people and developers must work together daily throughout the project. ● Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. ● The most efficient and effective method of conveying information to and within a development team is face- to-face conversation. ● Working software is the primary measure of progress. ● Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. ● Continuous attention to technical excellence and good design enhances agility. ● Simplicity--the art of maximizing the amount of work not done--is essential. ● The best architectures, requirements, and designs emerge from self-organizing teams. ● At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. source: http://agilemanifesto.org The draft version of the architecture

32. Architects focus on what is essential Architects provide concrete and useful results Architects facilitate a collaborative process Architects provide knowledge and skills Architects use reference architectures Architects use open standard methods and techniques Our principles for EA source: http://www.tdan.com/view-articles/16108

33. Reference architectures speed architecture development “A generic architecture for a class of systems based on best practices” (ArchiXL, TU/e, IBM, ICTU) “A proven template solution for an architecture for a particular domain.” (WikiPedia)

34. How Enterprise Architecture overlaps with Agile Enterprise Architecture Agile Focus on management support Produces paper and insight Pre-project Not necessarily daily Abstraction Focus on user support Produces working software Project Daily work Technical excellence Iterative Multi-disciplinary Mandated business representative(s) Collaborative Soft skills Only the essentials

35. Enterprise Architecture provides an Agile project with a vision Agile provides Enterprise Architecture with a good set of principles Agile and Scrum can be seen as reference architectures Conclusions

36. More information: http://www.archixl.nl http://www.xl-knowledge.nl http://www.referentiearchitectuur.nl Questions? 36